The Most Fair And Reasonable Performance Appraisal Methods
Working professionals all across the world have different opinions about the appraisal and promotion process depending upon their personal experiences and what they have read and heard about it. Now, whether it is a ‘naysayer’ or a ‘yeasayer’, everyone's a little curious and anxious about the outcomes of their performance evaluation and appraisal. The moment when an appraisal letter is handed over to an employee is equally important to know the results as it is overwhelming. Now, some companies conduct appraisal sessions twice a year while most of them organize it on a yearly basis and the increment in salaries or upgradation in position/ designation is decided accordingly. As an employer, it is extremely crucial to take every step of this activity thoroughly as it has a great impact on the employees’ careers.
A few points to be taken care of as the appraisal time approaches are mentioned below:
- Prepare for the appraisal session in advance
Make and roll out an action plan beforehand
Schedule and organize appraisal meetings
Ask for employees’ expectations first
Take note of the gaps in performance
Try to be as much fair and unbiased as you can
Now, that you know how to move ahead and prepare for this, let us throw some light on the most reasonable performance appraisal methods to make it even more effective:
Rating Scale Technique
Prepare a graphic/ chart of factors and traits that you think are important to define and decide an employee’s personality as a professional as per your company requirements. Then, prepare and put a standard scale with different levels against each parameter to give your workforce a rating. As you move towards finalizing the appraisal, check the ratings, see where each employee stands and draw up the results accordingly.
This one is a kind of comparative analysis where you do not need a standard measurement scale to set the bar. Instead, the employees at the same levels of work and managing similar responsibilities are pitted against each other. Now, on the basis of their previous record, the current status of work and the progress made so far, they are awarded with rankings. The respective ranks of each team member decides how much appraisal he/ she is going to get.
Management By Objectives (MBO)
This is a collective approach of the manager/ supervisor and the employee to reach a common ground in deciding attainable objectives within a stipulated time frame. This is separate from the employees’ KRAs and have different assessment criteria. During appraisals, the senior authority checks whether the objectives have been achieved or not, what is the time taken and how much the progress graph is in shape. Basis the outcomes of these preset objectives, the appraisal management is done and is mentioned in the appraisal letter of the employees.
360 Degree Feedback Analysis
This is a modern approach of performance appraisal in which not only the manager or supervisor gives a review about the employees, but others too have a say in the same. When a large number of employees share their feedback about one, the results are more likely to be fair. So, it was started to avoid biased appraisals and to get a broader and better understanding of each employee’s personality.
Ticking Checklist Strategy
This method involves a checklist to tick the present attributes in an employee’s personality and factors deciding his/ her fitness for the appraisal. The absent traits and parameters can be struck off. Now, this list can also include a number of statements with Yes/ No or True/ False to tick on the basis of the characteristics of an employee.
Assessment Centre Performance
Thus the least practiced, yet the most effective of all the performance appraisal methods. In this strategy, a central location is selected with a set number of job-related tasks and exercises to be performed by the employees. These activities are evaluated by trained observers. In the end, the results of the performance of each participant is used to decide the appraisal/ promotion of the concerned employee.